The Role of Emotional Intelligence in Transformational Leadership

This report delves into the relationship between transformational leadership and emotional intelligence, emphasizing their impact on managerial success and workplace effectiveness. It explores the characteristics of transformational leaders, including their love for work, emphasis on meaningful work, and ability to foster a nurturing environment. The report highlights the significance of emotional intelligence, encompassing self-awareness, self-management, social awareness, and relationship management, in enhancing leadership capabilities. It presents a framework for understanding how EI relates to leadership and discusses the importance of global and social literacy in contemporary leadership. The report also references relevant research and theories, such as social information processing theory and goal-setting theories, to illustrate the practical applications of EI in the workplace. The paper concludes by underscoring the importance of EI in building high-performing teams and achieving organizational goals. This report is contributed by a student to be published on the website Desklib. Desklib is a platform which provides all the necessary AI based study tools for students.

Contents
INTRODUCTION............................................................................................................. 2
LEADERS AND MANAGERS IN THE CURRENT MILLENNIUM............................................3
TRANSFORMATIONAL LEADERSHIP CHARACTERISTICS.................................................5
Love of work.............................................................................................................. 5
Meaningful work........................................................................................................ 5
TRANSFORMATIONAL LEADERSHIP AND EMOTIONAL INTELLIGENCE............................6
EMOTIONAL INTELLIGENCE........................................................................................... 8
Self-Awareness.......................................................................................................... 9
Self-Management.................................................................................................... 10
Social-Awareness..................................................................................................... 11
Relationship Management....................................................................................... 12
PROCEDURE OF ANALYSIS AND INTERPRETATION......................................................13
Methodology............................................................................................................... 14
CONCLUSIONS............................................................................................................ 16
REFERENCES:.............................................................................................................. 17

INTRODUCTION
The aim of this paper is to suggest the impact on transformative leadership and
managerial success of leadership intellect, personality and emotional intelligence.
Companies need leaders that are capable of working in multicultural environments in
the current century, are aware of global marketing challenges, and understand the
need for diversity because they will allow companies to stay competitive and succeed
in multicultural environments (Pool & Cotton, 2015). As well as social literacy issues
such as confidence, listening, constructive impatience, connective teaching, and
collaborative individualism, leaders around the world need to recognize personal ,
social, business, and cultural dimensions of global literacy (Rosen & Digh, 2016) (Pool
& Cotton, 2015). Furthermore, Rosen and Digh (2016) state that, among other skills,
business literacy must include the ability to build leaders, handle daunting
circumstances, and be a real connection between leaders and followers. In short,
global literacy and social literacy relate to emotional intelligence through motivation,
adeptness in relationships, and self-regulation of emotions.
Burns (2019) first indicated that high levels of moral action, ethical behavior, self-
sacrifice, commitment, and far-sightedness are exhibited by transformational leaders.
Four dimensions consist of transformational leadership behaviors: idealized power,
individualized attention, inspirational encouragement, and intellectual stimulation. By
cultivating and mentoring followers, transformational leaders offer individualized
attention (Bass & Avolio, 1994). By giving meaning to work, promoting pro-social
actions, and stressing social objectives instead of individual goals, they provide
inspiring encouragement. By fostering innovation and imagination in solving old
situations in new ways, they also encourage intellectual stimulation. Transformational
leadership is dependent on subordinate interpretation, because the more
subordinates believe that the leader is a type of change, the more the idea of the
leader is rooted in followers. Emotional intelligence plays a crucial role here. High EI
leaders help organizations create and maintain competitive advantage through
increased performance, improved innovation, efficient use of time and resources,
restored confidence, teamwork, and motivation (Goleman, 2019). Transformational
leadership theory provides a model where, in addition to traditional leadership ,
leaders can develop their abilities to coach, mentor, and facilitate in the workplace.

Emotional intelligence is defined as one's ability to regulate and monitor one's own
emotions; recognize different kinds of emotions in others; discriminate between one's
emotions and those of others; and have the ability to direct information to one's
actions in decision-making (Mayer & Salovey, 2019). In reality, EI has been
recognized as a real measure of distinguishing superior leadership abilities and skills
(Pool & Cotton, 2015), and has become an important social and organizational
science subject in recent years (Fineman, 2019; Mayer & Salovey, 2014). Moreover,
the influence of emotional intelligence on popular culture and the academic
community has been rapidly growing (Emmerling & Goleman, 2015). Therefore,
under a wide variety of psychological models, the EI thesis has inspired a large
number of research initiatives that have created a void between what we know and
what we need to know (Emmerling & Goleman, 2015). Emotional intelligence has
drawn the attention of business leaders and academics in the same way (Goleman,
Boyatzis, and McKee, 2014); and its principles are in an area of interest to
consultants in executive growth (Connor & Mackenzie-Smith, 2015). While technical
skills and core competencies are essential for sustainable competitive advantage,
the ability to outperform other organizations largely depends on how employees
manage their relationships with others. In other words, emotional intelligence helps
an organization commit to a basic strategy, build relationships inside and outside that
offer competitive advantage, promote innovation and risk taking, provide a platform
to shared learning, maintain balance between the human and financial side of the
company’s agenda, and develop open communication and trust- building among
employees and leaders. Therefore, under a wide variety of psychological models, the
EI thesis has inspired a large number of research initiatives that have created a void
between what we know and what we need to know (Emmerling & Goleman, 2015).
Emotional intelligence has drawn the attention of business leaders and academics in
the same way (Goleman, Boyatzis, and McKee, 2014); and its principles are in an
area of interest to consultants in executive growth (Connor & Mackenzie-Smith,
2015).
The aim of this paper is to provide a theoretical model that enables us to understand
how EI relates to leadership. We first present a short background of EI and a
definition of EI. Second, we discuss social information processing theory and goal
setting theories in their relevance to EI and workplace effectiveness. The implications

for future research are discussed in the final section.
LEADERS AND MANAGERS IN THE CURRENT MILLENNIUM
Leaders and managers are aware that the current interest in emotional intelligence is
its potential utility in forecasting a range of criterion among different populations
(Emmerling & Goleman, 2015). In the same way, the validity of the emotional
intelligence structure has been questioned by several scholars. In his article on EI,
Lanser (2019) refers to how individuals who use its values find a different way to be
wise, encouraging leaders within spheres of power to collaborate with followers. In
addition, emotional intelligence's predictive validity would likely depend on the
context, interest criteria, and particular theory used. For instance, traditional
measures of intelligence have not been able to perform in accurate ways for a large
portion of the variance in work performance and career success (Emmerling &
Goleman, 2015).
Despite the importance of EI, psychological issues related with EI have led to a great
deal of controversy and debate among people who research and practice principles
associated with emotional intelligence. As with any emerging topic, such discussion is
an inherent part of any theoretical creation and scientific discovery phase
(Emmerling & Goleman, 2015). The role of EI in organizational behavior and human
relations research has begun to be recognized by researchers; however, very little
empirical work has been done in evaluating EI and its impacts on workplace issues
such as efficiency, job satisfaction and leadership issues (Rozell, Pettijohn, & Parker,
2014). Thus, researchers have paid little attention to how EI of leaders enhance work
place effectiveness. Figure 1 presents a proposed framework of EI and work place
effectiveness.
Transformation
al Leadership
Workplace
Effectivenes
Emotional
Intelligence
Figure 1 - A proposed framework of emotional intelligence and workplace effectiveness.

s

TRANSFORMATIONAL LEADERSHIP CHARACTERISTICS
From a general point of view, leadership is defined as the art, act, or function of going
before or showing the way. In fact, the concept of guiding and stimulating direction is
associated with leadership (Stanley, 2015). The present reality must also be
recognized by leaders. "The actual situation is sized up by leaders as it actually is,
not as it used to be or as they would like it to be" (Tichy & Cohen, 2014). Successful
leadership, however, allows one to consider how well we are doing, so determining a
vision for the future is a strategic thought to cultivate the capacity to reflect on
external factors and the individuals served (Stanley, 2015). Similarly, creating a good
team would also be a critical part of every company. Good leaders and administrators
recognize how good applicants should be motivated to apply for particular positions
in the organization (Stanley, 2015). In addition, Crane (2016 ) notes that coaching
abilities are also a requirement for success and describes transformative coaching as
"the art of helping individuals develop their performance in a way that they feel
helped." Therefore, correct use of language and word choices is one of the most
critical skills needed for good coaching. In the same way, Boverie and Kroth (2016)
indicate that in the workplace, there are three keys to generating excitement and
thus stimulating transformative leadership. There are love for work, satisfying work,
and a workplace that nurtures.
Love of work
When staff and team members enjoy their jobs, they will become more successful. In
developing a supportive climate for work, teammates should be enthusiastic. In
addition, it is well recognized that individuals do better when they are put in positions
that they are well-suited for.
Meaningful work
Employees and team members are conscious of the value of internal contact because
future supporters need to learn from all institutions that do ups and downs. It just
helps remind staff why they are working so hard. Boverie and Kroth (2016) propose
that a nurturing workplace is a key to creating a caring, understanding, and flexible

environment; a concern for the work, caring for and being considerate of coworkers,
respecting employees’ ideas, treating employees and colleagues as a viable force,
and having compassion for human beings. Furthermore, communicating the
organization’s vision must be a very important issue for leaders and managers
because employees must know what the organization’s objectives are to become
part in the process to accomplish the company’s goals (Stanley, 2015). Therefore, in
order to enhance communication processes, resource development practitioners and
transformational leaders work to recognize the strengths and shortcomings of their
workers. In the same way, the framework for hiring and retaining good performers is
to encourage others to work together to create a new vision (Stanley, 2015). New
hires, for example, will often tend to emulate former employees who do the job in
better ways and have better pay and benefits; not only because it means a healthy
job, but also because they are motivated by those excellent employees and have
already grasped the vision of the company.
In addition, evaluating and monitoring progress helps to measure the level of work
and level of goal accomplished (Stanley, 2015). Yet assessment methods have
limitations. "When communicating with another human, no type can accurately
capture the warmth experienced. The effect of such interactions, however, can be
determined. People who are kind and polite are receiving more support for their
organization in their relations with their constituents than those who have never
known how to communicate well with other people (Weinstein, 2014, pp. 319-320).
Finally, celebrating victory means that all of the company’s objectives were
accomplished and after all the hard work, nothing can compare to the exuberance
and joy of victory (Stanley, 2015). Therefore, transformational leaders not only have
to maintain the winner teamwork’ success, but also to encourage new goals in order
to create a competitive environment within the organization (Weinstein, 2014). Some
research is aimed at associating some elements of emotional intelligence with the
transformative / charismatic leadership style of a CEO. Sosik and Megerian (1999)
study , for example, indicates that certain aspects of emotional intelligence (self-
awareness) moderated the relationship between the style of transformational
leadership and management efficiency. Via the CEO's charm, the influence of an
emotionally intelligent CEO is projected to cascade down to the lower rungs.
The proposed model identifies the factors that build emotional intelligence and

highlights the ways that transformational leadership behaviors promote organizations
to become more open to change and to be more emotionally intelligent.
TRANSFORMATIONAL LEADERSHIP AND EMOTIONAL INTELLIGENCE
Transformational leaders have been described as individuals who increase interest
among followers to generate increased confidence, creating an adequate
environment in order to accomplish goals (Gardner & Stough, 2014). In fact,
transformational leaders are constantly searching for new possibilities because
among their followers, productivity must be a popular language. The following
dimensions are comprised of transformational leadership: idealized influence,
motivating inspiration, intellectual stimulation, and individualized consideration
(Bass, 2017). In addition, these leaders are able to demonstrate listening skills to
consider the requirements of people relevant to the work environment and to provide
all parties with real solutions (Rosen & Digh, 2016). In addition, Barling et al (2019)
conducted research with 49 managers to assess the relationship between leaders
who were high in emotional intelligence and likely to use transformative behaviors. In
conclusion, researchers discovered that transformational leaders were specifically
connected to the needs of followers, thereby becoming better able to perceive
personal problems. In the same manner, Gardner and Stough (2014) evaluated 110
senior level managers using the Swinburne University Emotional Intelligence Test
(SUEIT). A close association between EI and the style of transformational leadership
was confirmed by the findings. On the other hand, since these leaders were found to
be less able to consider their own personalities and those of those who operate in the
same position, a negative relationship was found between EI and both laissez-faire
leaders and transactional leaders (Gardner & Stough, 2014).

EMOTIONAL INTELLIGENCE
Emotional Intelligence is a multifaceted framework consisting of self-knowledge, self-
control, social awareness and relationship management (Goleman et al , 2014)
(Goleman, 2014; Thorndike, 2013). Therefore, having high EI levels enables people to
have a closer understanding of individuals and their environments (Pool & Cotton,
2015).
Wong and Law (2014) seem to agree that emotional labor will always constitute the
level of interest of people to achieve their personal goals. For instance, higher EI is
required in circumstances where emotional labor is more intense (Wong & Law,
2014), such as with advanced counseling training and development (Barchard, 2015).
However, some authors differentiate cognitive intelligence-related abilities from trait-
related abilities, so emotional intelligence-related competencies remain complex; all
EI meanings seem to reflect a combination of cognitive and emotional abilities
(Cherniss, 2016). Mayer and Salovey (2014) note that many conditions must be met
in order to qualify as real intelligence. First, instead of favored behavior patterns,
Idealized
Influence
Individualized
Consideration
Inspirationa
l Motivation
Intellectual
Stimulation
Self- Management
Workplace
Effectiveness
(Performance)
Social Awareness
Figure 2 - A conceptual model of emotional intelligence and workplace effectiveness Emotional
Intelligence Transformational Leadership
Self- Awareness
Relationship Management

self-esteem, or other particular characteristics, any intelligence must reflect actual
mental output. Second, a collection of related abilities capable of displaying a
different pattern of intelligence should be defined by the level of intelligence under
study; and third, intelligence should grow with age.
Self-Awareness
The ability to understand what one is feeling and how to guide those feelings is self-
awareness (Gardner & Stough, 2014). Self-awareness often means being mindful of
one's strengths and shortcomings under some situations, so self-awareness is a
crucial aspect of emotional intelligence and core competency (Goleman et al, 2014).
In reality, being aware of one's strengths and weaknesses provides a real backbone
for managing feelings in any region and being a better motivator (Pool & Cotton,
2015). In that it can have a profound effect on behavioral self-management and on
desirable performance, the self-awareness aspect of EI is significant. Three
components consist of self-knowledge: emotional knowledge, precise self-
assessment, and self-confidence. The capacity to understand one 's feelings and their
consequences is emotional self-awareness. People who are high in this system
understand what emotions they feel and why; understand the connections between
their feelings and what they think, do, and say; understand how their emotions
influence their performance; and have a knowledge of values and priorities that
directs them (Goleman, 2018). For a person to have knowledge of his or her own
strengths and weaknesses, accurate self-assessment is important. Openness to
candid input, fresh perspectives, continuous learning, and self-development are
needed for self-assessment. A sense of humor and insight about themselves is
demonstrated by people with a high degree of emotional self-awareness. Self-
awareness, which talks of self-worth and skills, often requires self-confidence.
Individuals with high faith in themselves may freely and unhesitatingly share their
thoughts, opinions, and points of view. Further, research has demonstrated that self-
confident people are more decisive, and are able to make sound decisions (Phillips &
Gully, 2014).
Self-awareness helps a leader to look at what might be the perfect scenario without
thinking about their egos and fantasies. In his or her own right, a leader with good
self-awareness feels satisfied and is not intimidated by other accomplishments.
Followers are permitted to take credit and reap the honors of achievement, even

encouraged. The leader therefore invokes from the followers a deep emotional
connection that strengthens the charisma of the leader (Conger & Kanungo, 2013). A
significant contributor to the idealized power of a transformational leader is charisma
(Bass, 2017). Based on the above, the following is proposed:
Proposition 1: Self-awareness is positively related to the idealized influence
dimension of transformational leadership behaviors.
Self-Management
Self-management is the ability to control and manipulate one's own emotions using
self-knowledge (Goleman, et al, 2014). Self-control, trustworthiness,
conscientiousness, motivation, adaptability, and creativity can be improved by
having a greater ability to handle oneself (Rozell, Pettijohn, & Parker, 2016).
Moreover, people with high self-management will make more informed decisions
because they will not be controlled by their emotions, but rather control their
emotions (Goleman et al, 2014). Transformational leadership literature amply
demonstrates that self-confidence is one of the personality characteristics of
transformational leaders who strive for changing the status quo (Howell & Higgins,
1990; Wofford, Goodwin, & Whittington, 2013). In stressful circumstances, retaining
self-control shows followers that it is possible to trust the leader to make reasonable
choices to support the company and its members. Trust, in fact, creates emotional
loyalty from supporters to the business and the leader (Nyhan & Marlowe, 2014).
Another important ingredient of emotional intelligence is self-motivation. Self-
motivation primarily consists of achievement drive, commitment, initiative, and
optimism. In their striving to enhance or meet higher levels of performance, the
achievement drive of individuals is evident. Individuals with a strong drive for
achievement are result-oriented; as such, they set difficult targets, take calculated
risks, seek data to decrease uncertainty and find ways to do better and learn how to
enhance their results (Campion & McClelland, 1991). Transformational leaders
actively seek out opportunities to promote the organizations agenda (Bass, 2017).
Another part of self-motivation is employee devotion. In the mission of the
organization, transformational leaders assist participants to find a sense of self.
Highly dedicated people are finding ways to achieve organizational objectives and
indoctrinate the fundamental values of the community in decision-making (Levinson,

2015). Thus, commitment is concerned with the aligning individual goals with group
and organizational goals. The initiative of individuals is represented by their
readiness to act on available opportunities. High-initiative employees seize
possibilities and follow targets beyond what is necessary or anticipated of them.
Sometimes, in bending laws to get the job done, they hack through bureaucratic red
tape and become versatile. Finally, amid setbacks and hurdles, optimism is
concerned with determination in achieving objectives. Persistence is a mechanism of
encouragement to achieve targets (Locke et al., 1981).Optimistic individuals operate
from the “hope of success” rather than the “fear of failure,” and perceive setbacks as
manageable circumstances rather than personal flaws. In summary, self-
management emphasizes the “discovery of appropriate task strategies” (Locke &
Latham, 1991: 234), and facilitates acquisition and maintenance of complex skills for
enhancing interpersonal communication (Gist, Stevens & Bavetta, 1990). As a leader
is goal directed, self-motivation is important in achieving goals. Based on the above,
the following are proposed:
Proposition 2a: Self-management is positively related to the idealized influence
dimension of transformational leadership behaviors.
Proposition 2b: Self-management is positively related to the individualized
consideration dimension of transformational leadership behaviors.
Social-Awareness
The social-awareness component of the EI notes that in order to understand both the
situation and the level of understanding of the followers, a greater state of awareness
of leaders is required (Hersey, Blanchard, & Johnson, 2016). Once the leader knows
the organization's own vision and values, the vision and values need to be
communicated to the other members (Goleman et al, 2014). Empathy is at the center
of social consciousness. The willingness to stress with followers is a major component
of transformational leadership behaviors (Bass, 2018). Empathetic leaders can feel
when other people are having the corporate vision and personal values. By
recognizing how individuals receive and respond to the messages of leaders, leaders
will adjust their actions to facilitate and promote the positive behaviors of followers.
To minimize the actions of the follower, the leader should put forward an
understanding and welcoming front to the follower. For example, in order to convince
them that everything is all right, the leader would be able to approach the follower;